Summary
Samenvatting Paradoxen, Perspectieven en Reading op een rijtje
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Een overzichtelijk document met de high lights voor het tentamen strategie.
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Samenvatting Strategie
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Samenvatting Strategie
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Brede samenvatting Strategie en Besluitvorming (2019)
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Inhoudsopgave1. INTRODUCTIE..................................................................................................................................................................................................................................... 2
2. LOGIC VS. INTUÏTION ......................................................................................................................................................................................................................... 3
3. PROFITABILITY VS. RESPONSIBILITY ................................................................................................................................................................................................... 4
4. MARKETS VS. RESOURCES .................................................................................................................................................................................................................. 5
5. RESPONSIBILITY VS. SYNERGY ............................................................................................................................................................................................................ 6
6. COMPETITION VS. COOPERATION ...................................................................................................................................................................................................... 7
7. DELIBERATENESS VS. EMERGENCE ..................................................................................................................................................................................................... 8
8. REVOLUTION VS. EVOLUTION ............................................................................................................................................................................................................ 9
9. EXPLOITATION VS. EXPLORATION .................................................................................................................................................................................................... 10
10. COMPLIANCE VS. CHOICE ................................................................................................................................................................................................................. 11
11. GLOBALIZATION VS. LOCALIZATION (H12) ........................................................................................................................................................................................ 12
, 1. Introductie
Onderwerp Paradox Perspectieven Readings Managen
Introductie - - Reading 1: (Mason & Mitroff) Complexiteit Navigeren =
- Alle problemen zijn met elkaar gerelateerd focus op 1
- Simpele problemen kunnen gemanaged worden door verdeelbaarheid, reduceerbaarheid element
en eendimensionale doelstructuur
- Wicked problems: complex, sterke connecties met andere problemen, verschillende Parallel
kanten. Deze problemen managen: Brede participatie van de verschillende partijen, breed processing =
spectrum aan informatie verzamelen. splitsen
- Methode van twijfel is de beste oplossing van wicked problems (dialectics en
argumentatie) Balancing =
- Taak van analyse: Verdelen van een complex probleem in elementen compromissen
- Taak van synthesis: Begrijpen van het probleem als geheel sluiten
- Criteria methodes oplossen complexe problemen: participative, adversarial, integratice,
managerial mind supporting Juxtaposing =
managen
Reading 2: (Smith & Tushmann) Strategische tegenstrijdigheid tegengestelde
- Claiming value: het maken van gebalanceerde trade-offs gedurende de tijd belangen
- Creating value: identificeren van synergieën
- Cognitieve biases (paradoxiale kennis, cognitieve raamwerken, cognitieve processen) Resolving =
- Het herkennen en omhelzen van tegenstrijdigheden zorgt voor toenemende kennis Balans creeeren
(differentiating, integrating)
- Differentiating: herkennen van verscheidenheden Embracing =
- Integrating: verplaatsen van niveaus van analyse om potentiële verbanden te identificeren omarm de
- Janusian denken: herkennen van conflicten geassocieerd met differentiation en ook het spanning
behouden van het geloof dat beide producten moeten slagen wat leidt tot creatieve, (tegengestelde
synergie resultaten persoonlijkheden
in 1 team zetten)
Reading 3: (Hofstede) Culturele beperkingen in managementtheorieën
- Besluitvorming en management worden gekenmerkt door cultuurverschillen
- Cultuurverschillend: (machtsafstand, individualisme, masculiniteit ↔ feminiteit, vermijden
van onzekerheid, lange termijn ↔ korte termijn)
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